The Defense Medical Human Resources System - internet (DMHRS i)

1. TheDefense Medical Human Resources System - internet (DMHRSi) Medical Expense and Performance Reporting System Conference August 28, 2007 Ver 1.1 15 Aug 2007

2. Agenda • Introduction • What is DMHRSi • Decision to Use COTS • Purpose of DMHRSi • Key Capabilities • Stakeholders and Responsibilities • Benefits and Limitations • Concept of Operations • Deployment • Next Steps • Conclusion

3. Quote Business transformation requires focused activities to change policies, train people, shift attitudes, align performance with rewards and recognition, hold people accountable, and develop leaders who are focused on transformation, rather than on maintaining the status quo. DOD Enterprise Transition Plan

4. The Oracle 11i e-Business Suite Oracle 10g Database Oracle Human Resource Management System Oracle Learning Management Oracle Project Administration (LCA) Oracle Self Service Oracle Discoverer What is DMHRSi? A web based multi-service Human Resource (HR) solution for the Military Health System (MHS) utilizing a commercial off-the-shelf (COTS) Oracle product configured to Service specifications

5. Decision to Use COTS • A COTS strategy has its own inherent risks and costs • Enterprise Resource Planning (ERP) tools impose unique demands • Managing expectations is a critical task! COTS ERP Benefits • Best industry business practices represented • Significant research & development costs are avoided • Continual product improvement • Generally faster deployment/fielding to the user • Reduction in training costs • Supports improved decision making at the enterprise level COTS ERP Costs • DoD has to adapt to the prescribed best business practices as much as possible – change management • Enterprise COTS applications are characterized by higher levels of complexity and cultural change • Minimize customization and work-arounds • Enterprise systems ≠ less data entry

6. Purpose of DMHRSi “Enable the MHS to manage medical human resources across the enterprise” • Provide a single, integrated, Joint medical HR management system encompassing facets of personnel management critical to the MHS’ ability to enhance quality services and support theater operations • Provide visibility of all personnel working within MHS activities • Provide standardized/centralized Joint medical HR information • Promote accurate Joint data collection and reporting • Provide standardized labor cost analysis across the MHS • Provide essential medical personnel readiness information Supports GAO Report: “Tri-Service strategy needed to Justify Medical Resources for Readiness and Peacetime Care”

7. HR Manpower Readiness E & T LCA Who is in DMHRSi? Provides complete medical personnel asset visibility Active Duty Volunteers Policy Where Are They? Who Are They? Borrowed Personnel Civilians Directives Sponsorship Who is trained? Who is deployable? Reserve Component Contractors Functional Experts Leadership How much do they cost?

8. Manpower Increase visibility of human resource needs and allocation Match medical personnel with relevant positions Personnel Streamline business processes such as check-in and check-out procedures Provide instant visibility of assignment Standardize HR functions across service Education & Training Centralize education and training data and resources Enable online registration and approval of courses Labor Cost Assignment Enable precise recording of labor hours Facilitate accurate reporting of costs accrued and resource utilization Readiness Reduce time to collect readiness status information Verify training requirements and completed activities Facilitate rapid identification of deployable personnel Application Functionality

9. TMA Leadership And Service Surgeons Generals Stakeholders Involvement Chartered MDA Office of the Assistant Secretary of Defense (Health Affairs) HRSC Policy/Guidance/ Requirements RITPO Technical Solution Provider Service Level Policy/ Guidance/ Requirements Project Office Sub Committee Development Sustainment Deployment SMEs Service DMHRSi Project Teams Configuration Feedback Sites Application Utilization

10. DMHRSi Benefits • Provides Tri-Service personnel visibility at all organizational levels for decision making • Provides for horizontal and vertical integration • Provides visibility of all personnel working within medical activities • Centralized data • Standardizes HR information throughout the MHS enterprise • Standardized processes • Savings on training • Provides for a global training record • Establishes interdependency among MHS enterprise HR related functions • The space, the face, the cost reunited • Establishes conducive environment for re-engineering • Supports Unified medical structure or business group consolidation

11. DMHRSi Benefits • Assists Leadership • Improves accountability • Allow for greater command and control • Can minimize “low density” or “single-point administrative support” negative impacts. • Provides for space-to-face accountability • Can accommodate Borrowed Labor • Promotes accurate data collection and reporting • Accountability of supervisors • Actual hours worked (vs. “Crazy 8s”) • Reconciliation with civilian pay hours • Tracks dual component personnel • Provides for greater accuracy thru self-service actions

12. DMHRSi Benefits • Un-used potential • COTS product offers much more HR functionality than is currently being used • Can accommodate Cradle-to-Grave management • Serves as a cornerstone for other key resource systems • DMHRSi interoperability • Reduces dual entry and duplicative processes • Interfaces • Greater flexibility with new technology • Bi-directional to internal and external systems • Uni-directional interfaces

13. DMHRSi Limitations • Application is not readily intuitive in the military environment (without change management) • Steep learning curve past training phase • Start-up is labor intensive at the site and user level • Learning continues until culture changes • May require additional resources until Business Process Re-engineering realized • Dependency on “Source” systems • Service-level systems • Multi-service systems • Defined configuration process • Requires the input of more stakeholders • Change must be vetted through more channels

14. DMHRSi Limitations • Web-based product • Inaccessible if there are internet/network outages • Infrastructure dependent • Requires Tri-Service functional community involvement and guidance • Requires strong identification of Tri-service requirements • Change management and BPR at the site level • Requires use of all modules to realize full potential • Unused potential • Ability to take advantage of some functionality may be outside of medical community control

15. Concept of Operations • Will be deployed to all Defense Health Program (DHP) funded activities • All Hospitals, Medical Clinics, Dental Facilities, Veterinary Activities and HQ Components • Over 600 sites worldwide • Replaces three Service legacy systems • Army:Uniform Chart of Accounts Personnel Utilization System (UCAPERS) • Navy:Standard Personnel Management System II (SPMS II) • Air Force: Personnel Subsystem of the DoD Expense Assignment System (EAS III) • Approximately 170,000 DMHRSi Users • Users are assigned permissions based upon roles and responsibilities • All active duty, reserve, civil service, contractor, and volunteers “Capability to replace local and/or stovepipe databases, spreadsheets, and paper records located within the MHS’ medical, dental and veterinary activities and other organizations”

16. Deployment:What to expect?

17. Deployment Strategy • Pre-implementation process coordination • On-Site training • Initial Training • Super users • Self-Service users • Just-in-Time support • On-site assistance for MEPRS end-of-month processes • Discoverer Plus small group training for selected personnel • Sustainment transition • RITPO provides web based training modules using MHS Learn • On-line help system - Tutor Processes • Service level sustainment plans are a must

18. Responsibilities RITPO and the Services each have responsibilities to ensure successful deployment of DMHRSi: RITPO Responsibilities • Manages day-to-day DMHRSi implementation activities • Establishes, in conjunction with services, deployment timelines, plans and resource requirements • Coordinates with Service functional and technical representatives • Integrates multi-Service business rules and Policies for DMHRSi • Communicates Project Status Service Responsibilities • Controls and manages change management efforts • Provides oversight to project management team • Serves as a central point of communications for Service • Develops, in conjunction with Functionals, multi-Service business rules and policies • Provides support and guidance to MTF during deployment • Supports the implementation contractor in planning for deployment • Assists in coordinating pre-implementation conferences • Participates in technical and functional work groups

19. Command Level of EffortSite Implementation Team (Recommendation) Each site provides a team whose members actively participate in the implementation of DMHRSi: • Team responsibilities include: • Coordinates all implementation tasks required of site personnel • Ensures local data is made available to allow implementation contractor to validate, setup and load data • Supports training • Sets up Education and Training Module • Assigns classrooms • Establishes and sets up Labor Cost Accounting Projects and Tasks • Validates data load through DMHRSi application • Reports to leadership on operation, utilization and system satisfaction Site project team includes representation for satellite sites

21. Number of DMHRSi Deployed Sites i.e., 179 Total Sites

22. We’re in this together Deployment Contractor

23. Next Steps • Move toward Full Operating Capability • Sustainment and future development • Establish baseline • Work approved POM requirements • Work “change requests” listing to greatest extent possible • Prepare for “Fusion” • Need for Joint Operational Environment • MHS DMHRSi Joint Operating Procedures • Analytics • Coordinate with DIMHRS

24. Conclusion • DMHRSi standardizes management and readiness reporting of human resource assets within the MHS enterprise • COTS strategy incorporates industry Human Resources best practices into the MHS • Provides total multi-Service personnel asset visibility for improved decision making • Success will depend upon leadership, change management and transformation

25. Joint Medical Information Systems (JMIS) Program Executive Officer: Mr. Robert Foster, SES Resources Information Technology Program Office (RITPO) Program Manager: Colonel Cathy Erickson, USAF Contact Information Human Resources Solution Directorate Director: LTC Ric Edwards, USA Office Phone: 703.575.6780 Email: richard.edwards@us.army.mil or richard.edwards@tma.osd.mil DMHRSi/MHS Learn/EWPD/ROCS Information Brief to the AUSA Conference DMHRSi Implementation Lead: Mr. James Greenwood Office Phone: 703.575.1226 Email: james.greenwood@tma.osd.mil

26. Questions Information Brief to the AUSA Conference